When you hear the word conflict, it has negative associations with words like argument, war, battle, and disagreement. In reality, conflict should be embraced as being essential to a healthy organization. The majority of employees (and many supervisors and managers) avoid conflict because of the assumption that conflict is destructive. Conflict is expected and desired…
Studies have shown that over 85% of the root causes of organizational performance problems are in the structures, systems, and culture within which work-groups are embedded. Structures and systems are either consciously defined with purpose and intent around a strategic direction as an Intended Culture, or they emerge naturally from the patterns-of-interaction of the personalities…
Stephen was the manager of a work-group in a company where he was held strictly accountable for the milestones, deliverables, and the overall performance of his work-group. But Stephen constantly struggled with destructive conflict between two individuals (Sal and Christy) who had radically different approaches to problem-solving on key projects that had high corporate visibility…